It's said that the human species has risen to the top of the food chain because we have the ability to ask "why" and solve problems in teams. In complex sales especially - mastering the art of finding the why and collaborating is key to success.
Shortening the sales cycle has become a priority for companies working with b2b sales in recent years. And rightly so, the more time that passes by, the more difficult it can become to close opportunities.
Over the years I have heard from numerous CEOs and sales managers alike that believe that they should not have to help motivate their people to do their jobs. They believe that if they just hired “highly motivated” people they can just let them go. Well I say “Good luck with that.”
As you can imagine, I get to speak to a fair number of B2B-focused CEOs and sales leaders - and I can’t recall any of them ever disagreeing with the principle that effective sales coaching is an absolutely critical skill for first-line sales management.
I recently spoke to two entrepreneurs from two separate companies, who had recently hired new sales managers. In both cases, the new managers had the right skills but still failed to have an impact on their sales force.
Recruiting a new sales manager can help address declining or inconsistent results. However, in order to succeed they must be able to provide consistent coaching and support, while holding each sales person accountable to what they need to do to succeed.
Leading b2b sales teams in today’s competitive market is tough. The selling landscape has become much more competitive and buyers more knowledgeable. Global financial instabilities and high workloads create additional difficulties.
Because of the changed landscape, the sales profession needs to improve. How you sell is becoming just as important than what you sell.
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